By Flore Girault. Slipper-Chair. Published at Wednesday, March 21st, 2018 - 20:36:35 PM.
Organization leaders need to keep this in mind when they introduce a change process. We're told all the time that change is good, change is where competitive advantage is found, and change is the only constant in business. While that may be true and your organization's survival likely depends upon the ability to reinvent itself as the market changes, employees by nature resist changes for themselves even while they are encouraging them for others.
Chairs as you can imagine have a long history, for as long as there has been man (and woman) there has been the need to sit down on something comfortable, or as comfortable as was available, affordable and most importantly perhaps "allowable".
Is it any question why we rarely embrace changes that are thrust upon us by others? In your workplace, you work diligently to become proficient at what you do. You know where to find all your supplies, have a filing system that works for you, and know the best route from your work station to the bathroom. Now along comes some boss telling you that your 'system' isn't as good as it could be and you need to change. Even worse, once the change is made, you can't go back to the old way of doing things. Worse still, the decision to change is being made by others; your only input is to offer suggestions to fix something you don't believe is broken. Change is being done to you. You have no control.
The French too are said to have a great effect on the evolution of the chair, the first truly lightweight and comfortable chairs being developed by French chair designers. Their efforts sparked off a whole class of upholstered chairs, including sleeping chairs, armchairs, wing chairs, and a chairs characterized by having seat heights more convenient for uses other than at a dining table or desk, e.g. slipper chairs and lounge chairs.
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